成本管理会计答案

1251. Nursing hours required per year: 4 24 hours 364 days* = 34,944*Note: 364 days = 7 days 52 weeksAnnual nursing cost = (17 $45,000) + $22,500 = $787,500Cost per patient day = $787,500/10,000 days= $78.75 per day (for either type of patient)2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as follows:Intensive care = $393,750*/2,000 days = $196.88 per dayNormal care = $393,750/8,000 days= $49.22 per day *$525,000/2 = $262,500The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care patients used the same nursing hours per day as normal care patients.3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.4. It would be very difficult to use direct tracing for laundry costs. Segregating laundry by patient is possible but impractical. For one thing, the amount of laundry for each patient likely would not justify running separate loads. Furthermore, if we add to this the fact that laundry also operates to service other areas such as surgery and the emergency room, then the impracticality becomes even more evident. Driver tracing is recommended. A measure of usage such as pounds of laundry is more feasible. Total laundry costs divided by total pounds of laundry provides a rate that can be used to assign the laundry cost. For the two patient types, the pounds used by each type would be needed so that the rate can be applied. In a practical sense, a sample could be taken and the average pounds per patient type per day could be used to assign the cost to avoid repetitive weighing.481. Product cost assignment:Overhead rates: Patterns:$30,000/15,000 = $2.00 per DLH Finishing:$90,000/30,000 = $3.00 per DLHUnit cost computation:Backpacks Duffel BagsPatterns:$2.00 0.1 $0.20$2.00 0.2 $0.40Finishing:$3.00 0.2 0.60$3.00 0.4 1.20Total per unit $0.80 $1.602. Cost before addition of duffel bags: $60,000/100,000 = $0.60 per unitThe assignment is accurate because all costs belong to the one product.3. Activity-based cost assignment:成本管理会计答案2Stage 1: Pool rate = $120,000/80,000 = $1.50 per transactionStage 2:Overhead applied:Backpacks: $1.50 40,000* = $60,000Duffel bags: $1.50 40,000 = $60,000*80,000 transactions/2 = 40,000 (number of transactions had doubled)Unit cost:Backpacks: $60,000/100,000 = $0.60 per unitDuffel bags: $60,000/25,000 = $2.40 per unit4. This problem allows the student to see what the accounting cost per unit should be by providing the ability to calculate the cost with and without the duffel bags. With this perspective, it becomes easy to see the benefits of the activity-based approach over those of the functional-based approach. The activity-based approach provides the same cost per unit as the single-product setting. The functional-based approach used transactions to allocate accounting costs to each producing department, and this allocation probably reflects quite well the consumption of accounting costs by each producing department. The problem is the second-stage allocation. Direct labor hours do not capture the consumption pattern of the individual products as they pass through the departments. The distortion occurs, not in using transactions to assign accounting costs to departments, but in using direct labor hours to assign these costs to the two products.In a single-product environment, ABC offers no improvement in product costing accuracy. However, even in a single-product environment, it may be possible to increase the accuracy of cost assignments to other cost objects such as customers.491. Unit-level costs ($120 20,000) $ 2,400,000Batch-level costs ($80,000 20) 1,600,000Product-level costs ($80,000 10) 800,000Facility-level ($20 20,000) 400,000Total cost $ 5,200,0002. Unit-level costs ($120 30,000) $ 3,600,000Batch-level costs ($80,000 20) 1,600,000Product-level costs ($80,000 10) 800,000Facility-level costs 400,000Total cost $ 6,400,000The unit-based costs increase because these costs vary with the number of units produced. Because the batches and engineering orders did not change, the batch-level costs and product-level costs remain the same, behaving as fixed costs with respect to the unit-based driver. The facility-level costs are fixed costs and do not vary with any driver.3. Unit-level costs ($120 30,000) $ 3,600,000Batch-level costs ($80,000 30) 2,400,000Product-level costs ($80,000 12) 960,000Facility-level costs 400,000Total cost $ 7,360,0003Batch-level costs increase as the number of batches changes, and the costs of engineering support change as the number of orders change. Thus, batches and orders increased, increasing the total cost of the model.4. Classifying costs by category allows their behavior to be better understood. This, in turn, creates the ability to better manage costs and make decisions.4101. Overhead rate = $6,990,000/272,500 = $25.65 per DLH*Overhead assignment: X-12: $25.65 250,000/1,000,000 = $6.41*S-15: $25.65 22,500/200,000 = $2.89*Rounded numbers used throughoutUnit gross margin:X-12 S-15Price $ 15.93 $ 12.00Cost 10.68* 6.02*Gross margin $ 5.25 $ 5.98*Prime costs + Overhead = ($4.27 + $6.41) *Prime costs + Overhead = ($3.13 + $2.89)2. Pools Driver Pool RateSetup Runs $240,000/300 = $800 per runMachine Machine hrs. $1,750,000/185,000 = $9.46/per MHrReceiving Orders $2,100,000/1,400 = $1,500/per orderEngineering Engineering hrs. $2,000,000/10,000 = $200/per eng. hourMaterial handling Moves $900,000/900 = $1,000/per moveOverhead assignment:X-12 S-15Setup costs:$800 100 $ 80,000$800 200 $ 160,000Machine costs:$9.46 125,000 1,182,500$9.46 60,000 567,600Receiving costs:$1,500 400 600,000$1,500 1,000 1,500,000Engineering costs:$200 5,000 1,000,000$200 5,000 1,000,000Material-handling costs:$1,000 500 500,000$1,000 400 400,000Total overhead costs $ 3,362,500 $ 3,627,600Units produced 1,000,000 200,0004Overhead cost per kg $ 3.36 $ 18.14Prime cost per kg 4.27 3.13Unit cost $ 7.63 $ 21.27Selling price $ 15.93 $ 12.00Less unit cost 7.63 21.27Unit gross margin $ 8.30 $ (9.27)3. No. The cost of making X-12 is $7.63, much less than the amount indicated by functional-based costing. The company can compete by lowering its price on the high-volume product. The $10 price offered by competitors is not out of line. The concern about selling below cost is unfounded.4. The $12 price of compound S-15 is well below its cost of production. This explains why Pearson has no competition and why customers are willing to pay $15, a price that is probably still way below competitors quotes.5. The price of X-12 should be lowered to a competitive level and the price of S-15 increased so that a reasonable return is being earned.531. Overhead rate = $180/$900 = 0.20 or 20% of direct labor dollars.(This rate was calculated using information from the Ladan job; however, the Myron and Coe jobs would give the same answer.)2. Ladan Myron Coe Walker WillisBeginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0Direct materials 400 150 260 800 760Direct labor 800 900 650 350 900Applied overhead 160 180 130 70 180Total $ 3,090 $2,410 $3,540 $ 1,220 $ 1,840Note: This is just one way of setting up the job-order cost sheets. You might prefer to keep the detail on the materials, labor, and overhead in beginning inventory costs.3. Since the Ladan and Myron jobs were completed, the others must still be in process. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.Coe $3,540Walker 1,220Willis 1,840Ending Work in Process $6,600Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,5004. Naman CompanyIncome StatementFor the Month Ended June 30, 20XXSales (1.5 $5,500). $8,250Cost of goods sold . 5,500Gross margin . $2,750Marketing and administrative expenses. 1,200Operating income. $1,5505541. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide: 70 $9.40 = $658 70 $9.40 = $658Departmental:20 $6.25 $ 125.00 50 $6.25 $ 312.5050 $22 1,100.00 20 $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 $6.25 = $437.50 70 $6.25 = $437.50Departmental:20 $6.25 $ 125.00 50 $6.25 $ 312.5050 $6.25 312.50 20 $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.551. Last years unit-based overhead rate = $50,000/10,000 = $5This years unit-based overhead rate = $100,000/10,000 = $10Last Year This YearBike cost:2 $20 $ 40 $ 403 $12 36 36Overhead:5 $5 255 $10 50Total $101 $126Price last year = $101 1.40 = $141.40/day Price this year = $126 1.40 = $176.40/dayThis is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons are not pleased and would consider looking around for other recreational possibilities.2. Purchasing rate = $30,000/10,000 = $3 per purchase orderPower rate = $20,000/50,000 = $0.40 per kilowatt hourMaintenance rate = $6,000/600 = $10 per maintenance hourOther rate = $44,000/22,000 = $2 per DLH6Bike Rental Picnic CateringPurchasing$3 7,000 $21,000$3 3,000 $ 9,000Power$0.40 5,000 2,000$0.40 45,000 18,000Maintenance$10 500 5,000$10 100 1,000Other$2 11,000 22,000 22,000Total overhead $50,000 $50,0003. This years bike rental overhead rate = $50,000/10,000 = $5Carson rental cost = (2 $20) + (3 $12) + (5 $5) = $101Price = 1.4 $101 = $141.40/day4. Catering rate = $50,000/11,000 = $4.55* per DLHCost of Estes job:Bike rental rate (2 $7.50) $15.00Bike conversion cost (2 $5.00) 10.00Catering materials 12.00Catering conversion (1 $4.55) 4.55Total cost $41.55*Rounded5. The use of ABC gives Mountain View Rentals a better idea of the types and costs of activities that are used in their business. Adding Level 4 bikes will increase the use of the most expensive activities, meaning that the rental rate will no longer be an average of $5 per rental day. Mountain View Rentals might need to set a Level 4 price based on the increased cost of both the bike and conversion cost.671. a. MoldingUnits to account for: Units accounted for:Beginning WIP 500 Transferred out 1,300Started 1,000 Ending WIP 2001,500 1,500b. AssemblyUnits to account for: Units accounted for:Beginning WIP 0 Transferred out 900Started 1,300 Ending WIP 4001,300 1,300c. PackagingUnits to account for: Units accounted for:7Beginning WIP 150 Transferred out 1,050Started 900 Ending WIP 01,050 1,0502. Equivalent units:Molding Assembly PackagingMat. Conv. Tr. In Mat. Conv. Tr. In Mat. Conv.Trans. out 1,300 1,300 900 900 900 1,050 1,050 1,050EWIP 200 40 400 160 160 0 0 01,500 1,340 1,300 1,060 1,060 1,050 1,050 1,0503. Molding Assembly PackagingUnit prior department cost $11.50 $13.06Unit materials cost $ 5.00 0.46 2.65Unit conversion cost 6.50 1.10 3.05Total unit cost $11.50 $13.06 $18.76Molding:Unit materials cost: ($2,500 + $5,000)/1,500 = $5.00Unit conversion cost: ($1,050 + $7,660)/1,340 = $6.50Assembly:Unit transferred-in cost: (0 + $14,950)/1,300 = $11.50Unit materials cost: (0 + $487.60)/1,060 = $0.46Unit conversion cost: (0 + $1,166)/1,060 = $1.10Packaging:Unit transferred-in cost: ($1,959 + $11,754)/1,050 = $13.06Unit materials cost: ($375 + $2,407.50)/1,050 = $2.65Unit conversion cost: ($225 + $2,977.50)/1,050 = $3.054. Molding:Transferred out: (1,300 $11.50) = $14,950Ending WIP: (200 $5) + (40 $6.50) = $1,260Assembly:Transferred out: (900 $13.06) = $11,754Ending WIP: (400 $11.50) + (160 $1.56) = $4,849.60Packaging:Transferred out: (1,050 $18.76) = $19,698Ending WIP: 05. Costs to account for:BWIP + Current = TotalMolding $3,550.00 $12,660.00 $16,210.00Assembly 0.00 16,603.60 16,603.60Packaging 2,559.00 17,139.00 19,698.00Costs accounted for:Trans. Out + EWIP = TotalMolding $14,950.00 $1,260.00 $16,210.00Assembly 11,754.00 4,849.60 16,603.60Packaging 19,698.00 0.00 19,698.008971. Materials:AP AQ SP AQ SP SQ$3.05 46,000 $3 46,000 $3 48,000$2,300 U $6,000 FPrice UsageThe new process saves 0.25 4,000 $3 = $3,000. Thus, the net savings attributable to the higher-quality material are ($6,000 $3,000) $2,300 = $700. Keep the higher-quality material!2. Labor for new process:AR AH SR AH SR SH$70,000 $10 6,600 $10 6,400$4,000 U $2,000 URate EfficiencyThe new process gains $3,000 in materials (see Requirement 1) but loses $6,000 from the labor effect, giving a net loss of $3,000. If this pattern is expected to persist, then the new process should be abandoned.3. Labor for new process, one week later:AR AH SR AH SR SH$62,000 $10 6,000 $10 6,400$2,000 U $4,000 FRate EfficiencyIf this is the pattern, then the new process should be continued. It will save $260,000 per year ($5,000 52 weeks). The weekly savings of $5,000 is the materials savings of $3,000 plus labor savings of $2,000.1551. Windsor, Inc.Variable-Costing Income StatementBudgeted for Next YearSales $ 2,646,756Less variable expenses:Cost of goods sold. $ 1,056,693Selling 120,510 1,177,203Contribution margin . $ 1,469,553Less fixed expenses:Overhead. $ 610,000Selling and administrative 263,500 873,500Net income $ 596,0532. Windsor, Inc.Variable-Costing Income StatementConservative Budget for Next YearSales $2,597,742Less variable expenses:Cost of goods sold. $ 1,100,722Selling 122,850 1,223,572Contribution margin . $ 1,374,170Less fixed expenses:Overhead . $ 610,000Selling and administrative 266,000 876,0009Net income $ 498,1701561. Add Product C:Product A Product B Product C TotalSales $ 250,000 $ 375,000 $100,000 $ 725,000Less variable expenses:Cost of goods sold (100,000) (250,000) (54,000) (404,000)Selling and admin. (20,000) (65,000) (12,000) (97,000)Contribution margin $ 130,000 $ 60,000 $ 34,000 $ 224,000Less: Direct fixed exp. 10,000 55,000 15,000 80,000Product margin $ 120,000 $ 5,000 $ 19,000 $ 144,000Less: Common fixed exp. 75,000Net income $ 69,000Add Product D:Product A Product B Product D TotalSales $ 250,000 $ 375,000 $ 125,000 $ 750,000Less variable expenses:Cost of goods sold (100,000) (250,000) (81,250) (431,250)Selling and admin. (20,000) (65,000) (6,250) (91,250)Contribution margin $ 130,000 $ 60,000 $ 37,500 $ 227,500Less: Direct fixed exp. 10,000 55,000 11,250 76,250Product margin $ 120,000 $ 5,000 $ 26,250 $ 151,250Less: Common fixed exp. 75,000Net income $ 76,250The recommendation would be to add Product D, since it yields the greatest increase in net income.2. Product B should be dropped to add Products C and D because B has a product margin of only $5,000 and C and D have product margins of $19,000 and $26,250, respectively.1571. Paper NapkinDiaper and Towel TotalSalesa $550,000 $787,500 $ 1,337,500Less: Variable expensesb 327,250 483,000 810,250Contribution margin $222,750 $304,500 $ 527,250Less: Direct fixed expensesc 215,000 110,000 325,000Segment margin $ 7,750 $194,500 $ 202,250Less: Common fixed expenses 130,000Net income $ 72,250aDiaper sales: $500,000 1.10; Napkin sales: $750,000 1.05bDiaper Division: $425,000/$500,000 = 85%. Under proposal, variable costs are reduced by 30%, or 0.7 0.85 = 59.5%.cDiaper Division: $85,000 + $25,000 + $105,00010The proposals, if sound, will increase the segment margin of the Diaper Division by $17,750 and should be implemented.2. Frans proposals without increased sales: Paper NapkinDiaper and Towel TotalSales $500,000 $750,000 $ 1,250,000Less: Variable expenses 297,500 460,000 757,500Contribution margin $ 202,500 $290,000 $ 492,500Less: Direct fixed expenses 215,000 110,000 325,000Segment margin $ (12,500) $180,000 $ 167,500Less: Common fixed expenses 130,000Net income $ 37,500If the increase in revenues does not take place, the Diaper Division and company would lose an extra $2,500.Frans proposals without increased sales but with a 40 percent decrease in variable costs yield considerably better results.1651. Sales mix:Squares: $300,000/$30 = 10,000 units Circles:$2,500,000/$50 = 50,000 unitsSales TotalProduct P V* = P V Mix = CMSquares $30 $10 $20 1 $ 20Circles 50 10 40 5 200Package $220*$100,000/10,000 = $10 $500,000/50,000 = $10Break-even packages = $1,628,000/$220 = 7,400 packagesBreak-even squares = 7,400 1 = 7,400 Break-even circles = 7,400 5 = 37,0002. Contribution margin ratio = $2,200,000/$2,800,000 = 0.78570.10Revenue = 0.7857Revenue $1,628,000 Revenue = $2,374,2163. New mix:Sales TotalProduct P V = P V Mix = CMSquares $30 $10 $20 3 $ 60Circles 50 10 40 5 200Package $260Break-even packages = $1,628,000/$260 = 6,262 packagesBreak-even squares = 6,262 3 = 18,786 Break-even circles = 6,262 5 = 31,310CM ratio = $260/$340* = 0.7647*(3)($30) + (5)($50) = $340 revenue per package0.10Revenue = 0.7647Revenue $1,628,0000.6647Revenue = $1,628,000Revenue = $2,449,225114. Increase in CM for squares (15,000 $20) $ 300,000Decrease in CM for circles (5,000 $40) (200,000)Net increase in total contribution margin $ 100,000Less: Additional fixed expenses 45,000Increase in operating income $ 55,000Gosnell would gain $55,000 by increasing advertising for the squares. This is a good strateg